As project managers, we have to manage various tasks in multiple lines
of work. At times, we operate from our technical background and impart
that knowledge and expertise more than our project management knowledge.
There needs to be the distinction of when we use our "project manager hat" versus our "technical specialist hat."
Many
project managers work in two common extremes: process focus or
technical detail focus. This is common for junior project managers and
for project managers who are new to an organization. That often happens,
in my opinion, because those project managers haven't developed their
management style yet or haven't adjusted to the organizational culture.
When
the project manager thinks something is going wrong on a project,
either with how someone is performing a task or the results of a
deliverable, we often try to fix it. We do that with our strongest
toolkit -- usually, that's our technical background. We often take over
and hijack the task just to do it "our way," based on our experience.
Remind
yourself that as a project manager, you have a different role as a
leader. You also can't be a technical skills expert for your team.
Realign
yourself to the deliverables. Gain a clarity of the project goal, the
project management approach you are using and your role in managing the
given project resources.
Project managers can be quite connected
and attached to the project outcome. But when you see an opportunity to
improve something based on your technical expertise or what you would
do differently, stay focused on your role, which is to deliver the
project according to the business requirements, aligning with the
business sponsor and the organization. Let your team handle their tasks
according to their experience and expertise.
Article by Dmitri Ivanenko for Voices on Project Management
http://blogs.pmi.org/blog/voices_on_project_management/2012
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